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Strategic Intuition:: East Meets West in The Executive Mind
Strategic Intuition:: East Meets West in The Executive Mind
BIG IDEA
By Professor William R. Duggan, Columbia Business School
Strategic Intuition:
East Meets West in the Executive Mind
W
hen do you get your best ideas? it better. Flashes of insight are so important
You probably answer “At that scholars have written about them for
night,” or “In the shower,” or centuries. The best description comes from
“Stuck in traffic.” You get a an early classic of military strategy, On War
flash of insight. Things come together in by Carl von Clausewitz. The word
your mind. You connect the dots. You say “strategy” entered the English language in
to yourself, “Aha! I see what to do.” Mod‐ 1810, when Napoleon’s success as a battle‐
ern brain science now reveals how these field general made him emperor of
flashes of insight happen. It’s a special Europe. His enemies started studying how
form of intuition. We call it strategic intui‐ he did it so they could learn his methods
tion, because it gives you an idea for action and defeat him. This was the first formal
– a strategy. scholarly study of strategy. Business inher‐
Brain science tells us there are three ited that scholarly tradition directly from
BREAKTHROUGH
kinds of intuition: ordinary, expert, and the military. As we look back, we see that
PRINCIPLE
strategic. Ordinary intuition is just a feeling, Clausewitz’s account of Napoleon’s strat‐
a gut instinct. Expert intuition is snap egy matches amazingly well what modern
judgments, when you instantly recognize brain science tells us today about flashes of
something familiar, the way a tennis pro insight.
knows where the ball will go from the Clausewitz gives us four steps for how
arc and speed of the opponent’s racket. strategic intuition works. First, you take in
(Malcolm Gladwell wrote about this “examples from history” throughout your
kind of intuition in Blink.) The third life and put them on the shelves of your
kind, strategic intuition, is not a vague brain. Study can help, by putting more
feeling, like ordinary intuition. Strategic there. Second comes “presence of mind,”
intuition is a clear thought. And it’s not where you free your brain of all preconcep‐
Strategic intuition is fast, like expert intuition. It’s slow. That tions about what problem you’re solving
based on the latest flash of insight you had last night might and what solution might work. Third
breakthrough about solve a problem that’s been on your mind comes the flash of insight itself. Clausewitz
how great achievements for a month. And it doesn’t happen in fa‐ called it coup d’oeil, which is French for
in business and other miliar situations, like a tennis match. Stra‐ “glance.” In a flash, a new combination of
fields actually happened tegic intuition works in new situations. examples from history fly off the shelves of
That’s when you need it most. your brain and combine. Fourth comes
Everyone knows you need creative “resolution,” or determination, where you
thinking, or entrepreneurial thinking, or not only say to yourself, “I see!”, but also,
innovative thinking, or strategic thinking, to “I’ll do it!”
succeed in the modern world. All these Von Clausewitz’s second step, presence
kinds of thinking happen through flashes of of mind, is the hardest. It is very difficult to
insight – strategic intuition. And now that free your mind of all expectations and let
we know how it works, you can learn to do your brain make its own connections. It is
10 | CLARIDEN GLOBAL INSIGHTS | First Quarter 2010
STRATEGIC INTUITION
Publicly acclaimed series of Strategic
Intuition by William Duggan: Napo‐
leon’s Glance: The Secret of Strategy; The
Art of What Works: How Success Really
Happens; and Strategic Intuition: The
Creative Spark in Human Achievement
(2007).
In 2007 the journal
Strategy+Business named Strategic
Intuition “Best Strategy Book of the
Year.”
especially tough to let go of your goals, but vast tapestry that these Asian philosophies
you must, because innovations often take you have woven through the ages. But the key
in a new direction that you did not foresee. point is that Asian entrepreneurs and manag‐
Presence of mind is a mental discipline very ers must look to their own heritage as much as
different from thinking hard. You must stop Western practice for this key element of suc‐
thinking. That is very hard for many execu‐ cessful business strategy.
tives to do. Here’s just an example, from the earliest
But help is close at hand. Asian traditions The Asian tradition of presence of mind is
of martial arts teach presence of mind as a core especially important when business owners
skill. Yoga in India began as a discipline for and senior managers want to make their em‐
warriors, while Buddhism and Taoism com‐ ployees more creative. In the Western world,
bined to provide the mental training for the companies typically use techniques that run
various fighting schools of China, Japan and directly counter to the basic truth about how
Korea, such as ai‐ki‐do, ken‐do, and karate‐do. presence of mind leads to flashes of insight.
Four classic works explain the discipline of Three techniques are most popular: free time,
presence of mind in Asian military strategy: creative stimulation, and brainstorming. All
the Bhagavad Gita in India, Sun Tzu’s Art of three make fatal mistakes about how creativity
War and Lao‐Tze’s Tao te Ching in China, and actually happens.
Miyamoto Musashi’s Book of Five Rings in Ja‐ Free time ranges from IBM, where every‐
pan. Here’s a sample from the earliest, the Tao one turns off their computer for a half hour, to
te Ching about presence of mind leading to 3M and Google, where you get to spend ten to
flashes of insight: twenty percent of your time on your own pro‐
jects. Creative stimulation ranges from bean‐
Do you have the patience to wait bag chairs and dartboards throughout the of‐
Til your mud settles and the water is clear fice – think Google again – to special sessions
Can you remain unmoving where teams make race cars out of duct tape
Til the right action arises by itself… or paint pictures with food. Brainstorming
has become such a common technique it’s part
These four great works come from rich and of the business day rather than a special event:
varied traditions of Asian philosophy that fea‐ you schedule a meeting, announce the topic,
ture a whole world of ideas, and each of these and everyone throws out ideas off the top of
classics amounts to but one part of its world. their heads.
Here we narrow our search to their implica‐ See how different these are from the flashes
tions for strategy. So this treatment of pres‐ of insight you have on your own. Free time
ence of mind covers only a small corner of the for my own projects simply means I work on
First Quarter 2010 | CLARIDEN GLOBAL INSIGHTS | 11
THE BIG IDEA STRATEGY INTUITION
something different, but gives me no guidance second, relax to let your brain make its own
on how to work in a different way. If I’m plug‐ connections. For these two steps, none of the
ging away on Project K, without any creativity, popular techniques of creative simulation are
what makes you think I’ll be more creative if I any help at all.
plug away on Project L instead? I need a way Brainstorming is by far the worst technique
to be creative in Project for creativity. The idea that you can schedule a
L, or Project K, or any‐ flash of insight on a particular topic at a par‐
thing else I work on. ticular time on a particular day, for not just one
The key question is, but many people, is completely misguided. It
how can I get more certainly helps to get ideas from other people,
flashes of insight, and but can’t you do that all through the week, face‐
take more advantage to‐face or by phone or email? What you find in
of them, whatever reality is that someone says something that
project I work on? strikes you as interesting or important, and
Free time to just then while brushing your teeth the next morn‐
think – to stop work‐ ing, or the next week, or the next month – it
ing and relax – is connects with something else in your mind.
good in principle. The result is a flash of insight. That’s the oppo‐
But the problem is, site method of scheduled brainstorming meet‐
you can’t schedule ings.
when that will bring So what is a manager to do? First, stop us‐
about a creative idea. If ing techniques that work against presence of
we all turn off our com‐ mind and flashes of insight. No more free time,
puters at 1 PM on Fri‐ creative simulation, or brainstorming. Those
days, there is very little chance that will be the things just waste everyone’s time, and worse,
moment when a flash of insight strikes. Even if set them off in completely the wrong direction
you let me decide when I want to turn off my for creativity to strike. Current brain science
computer, I still don’t know when to do it. You gives us three techniques to try instead: reverse
can’t schedule my creative time, and neither brainstorming, sleep on it, and the insight ma‐
can I. Flashes of insight strike at random mo‐ trix.
ments, and you just have to accept it. Reverse brainstorming is simple: schedule
Creative stimulation is even worse. It comes a time once a week for your team to talk about
from an out‐moded view of the split brain, the ideas that came to them in random mo‐
where the left side is analytical and the right ments all through the week before. Urge them
side is intuitive. Creative stimulation aims to to write down their flashes of insight as they
turn the left side off and the right side on. But occur and to talk about them with others
modern brain science no longer believes there through the week as well. The weekly meeting
are two sides of the brain that work in two dif‐ is just to make sure the ideas don’t get lost in
ferent ways. Recent research shows that analy‐ the rush of daily work, and to make sure that
sis and intuition work together across the you hear them yourself. Be prepared for some
whole brain in all modes of thought. Flashes of of the ideas to run counter to your mission, ob‐
insight happen when real information stored in jectives, vision, and goals. That’s how you in‐
your brain come flying off the shelves in new novate: it starts with off‐center ideas. And
combinations. The right pieces on the right don’t start arguing: just listen and ask every‐
shelves is analysis, and the automatic connec‐ one to explain as best they can where the ideas
tion to new combinations is intuition. The best came from, that is, what came together in their
way to stimulate creativity is to first, put more minds. You want to drag them out, not down,
things on the shelves of your brain, and then at this stage.
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The second technique, sleep on it, is the it might change. Then comes analysis: you
hardest. When you’re all working hard on list as rows what actions you think you might
something that requires creative thinking, the need to do to succeed in the situation, in draft,
usual procedure is to work late into the night. because these too might change. Then you ask
Instead, you must summon the courage to do the most important question you can ever ask
the opposite: send everyone home early. to solve any problem of any kind: has anyone
Working hard during the day puts lots of else in the world ever made progress on any
things on the shelves of their minds. Relaxing piece of this puzzle? The sources to search go
overnight lets those things rearrange in new across the top, as columns, in draft again. The
and creative combinations. You’ll find that team then starts a treasure hunt. They search
people come in the next morning full of ideas for previous elements for the list of actions
that struck them in the bar or restaurant after across the sources to find a good combination.
work, or driving home, while falling asleep or This matches how your brain works when
as they woke up, in the shower or brushing you have a flash of insight. Your mind wan‐
their teeth. Some of the most exciting brain ders from piece to piece of the puzzle, search‐
research in recent years shows how people ing all the shelves to find pieces that go to‐
solve mathematical problems in their sleep. gether, and only when it finds them does it
The third technique, the insight matrix, is know what the picture looks like – what prob‐
the most important of all. It comes from GE in lem you’re actually solving. The insight ma‐
the late 1990s, when Jack Welch as CEO and trix turns it in to a team exercise, and the
Steve Kerr as Chief Learning Officer made shelves to look for pieces of the puzzle stretch
new combinations of previous elements the across the whole world. As you go along, the
basic problem‐solving method of the whole team might restate the situation, revise the
company. The insight matrix takes what your rows of actions, and change the columns of
brain does in flashes of insight and turns it sources. That’s exactly what your brain does
into a step‐by‐step team method. It should before a flash of insight. And when does the
come between strategic analysis and strategic team stop? When a combination strikes them
planning at all levels of your company. In as promising. It usually happens in pieces, as
strategic analysis you study your situation, people come in with connections that struck
and in strategic planning you lay out the steps them overnight. Or they might spend weeks
of what to do. But between must come the and come up with nothing at all. You can’t
most important step: the main idea for what force it. But the insight matrix helps you try.
to do. Analysis does not produce that, and Let’s look at an example of successful strat‐
planning before you have an idea is a very bad egy to see how the four steps of strategic intui‐
idea. Flashes of insight give you the idea for tion apply in action. Let’s take Google again.
your strategy, and the insight matrix lets you Did the founders of Google get the idea for
harness the flashes of the whole team. their search engine through free time, creative
Here’s how it works. At the top of the in‐ stimulation or brainstorming – or from pres‐
sight matrix you write down your current un‐ ence of mind and flashes of insight?
derstanding of the situation, in draft, because The three founders of Google are Rajeev
Brainstorming is by far the worst technique for creativity. The idea
that you can schedule a flash of insight on a particular topic at a par‐
ticular time on a particular day, for not just one but many people, is
completely misguided.
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THE BIG IDEA STRATEGY INTUITION
Motwani, Larry Page and Sergey Brin. Motwani method. At this point, they thought they had a
was a professor in the Computer Science depart‐ great topic for a dissertation in e‐commerce. But
ment of Stanford University in California. Page they opened their new software to all of Stan‐
and Brin were his graduate students. Were they ford, in exchange for taking up so much com‐
working on search? Not at all. Nobody thought puter space, and the users came back to tell
you could make money from just search at the them they had just invented the best search en‐
time. The big idea was a portal, like Yahoo, gine in history. So they switched to that. Here
where shopping, email, search, news and other we see that the founders of Google had the pres‐
features all keep you on the same site for as long ence of mind to combine existing elements and
as possible. You make money on portals change their goal according to where the combi‐
through banner and pop‐up ads that look like nation led them. And they did it without free
magazine pages and keep you even longer on time, creative stimulation or brainstorming ses‐
the site. Google turned out to be the opposite: sions.
in one‐point‐three seconds, you get your result But that was not all. Their new search engine
and click through to another site. It’s the oppo‐ still had no way to make money. They did not
site of a portal. But nobody knew that at the want to sell advertising, because banner ads and
time, not even Motwani, Page and Brin. pop‐ups would keep the user too long on the
Instead, they were working on how to apply site. The beauty of Google was to get you to
data mining algorithms from brick‐and‐mortal target site as fast as possible. So Page and Brin
retail to e‐commerce companies. They looked quit Stanford and formed a company to work on
on the internet for companies to study. They the problem. Motwani stayed at Stanford but
used AltaVista to search for them, because Alta‐ served on the Google board. Then one day Page
Vista was the best search engine at the time. It was on the internet again, and noticed a site
was the first to download the entire internet on a called Overture. The site sold advertising and
huge array of computers and do a full‐text displayed the ads as search results as a nice
search. Page was on Altavista one day and no‐ clean list on the right‐hand side of the page.
ticed something: on an AltaVista search page, Presence of mind and another flash of insight:
you could type in a URL and find other sites that Page switch from hating advertising to loving
linked to that URL. In a flash of insight, that this Google‐like form of advertising. He and
combined with something else on the shelves of Brin wrote a version of Overture and folded it
his mind: academic citations. into Google. That solved the money problem.
As an academic, Page knew that academic From there, Google took over the world.
journals and publishers kept track of how many In this short article, we can only skim the sur‐
times other people cite you during a year. They face of the four steps of strategic intuition: ex‐
rank you according to the number of citations. amples from history, presence of mind, the flash
Page thought of ranking websites the same way: of insight, and resolution. And we only named
many citations give a site a high rank. He told three techniques to try: reverse brainstorming,
Brin, who adapted a data‐mining algorithm to sleep on it, and the insight matrix. The applica‐
do it. And they both cloned AltaVista on the tion of Asian philosophy to presence of mind is
Stanford computer system to try out their new itself a vast subject that deserves its own treat‐
ment. And the Google story is but one of count‐
less examples of how strategic intuition works in
William R. Duggan is a Professor of Management from practice. But perhaps the most important idea
Columbia Business School, who is also an author of from this brief account is this: strategic intuition
publicly acclaimed series of Strategic Intuition includ‐ turns even the most ordinary business problem
ing Napoleon’s Glance: The Secret of Strategy. He teaches into an adventure. When you cultivate presence
strategic intuition at Columbia Business School (MBA of mind, you never know when flashes of in‐
and EMBA, and Executive Education sessions) and at sight might come to either you or your team.
Clariden Global. This article first appeared in Peking Stay open to them, and grab them when they
University Business Review. strike.
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